Businesses we acquire
- Location
- Businesses based in the United Kingdom.
- Sector
- Business-to-business services, industrial and specialist manufacturing. Useful businesses that matter quietly to the customers they serve.
- Revenue
- Established businesses with roughly £1 million to £10 million in annual revenue.
- Profile
- Established, profitable, cash-flowing. At least five years of consistent earnings. A durable reason to exist: a business, not a story.
- Stage
- Mature rather than growth. Businesses where the most interesting work is preservation, not transformation.
- Ownership
- Owner-operators and founding families preparing for transition. First-generation founders considering succession. Private shareholders seeking continuity rather than maximum liquidity.
- Structure
- Majority acquisitions, with the existing team invited to remain where appropriate. Minority positions where alignment, governance, and long-term intent are clear.
- Consideration
- We structure thoughtfully. Cash, deferred consideration, and performance-aligned instruments: whatever allows the owner to transition on terms that honour the business they built.
- Hold
- Without a clock. No vintage, no exit calendar, no imposed timeline.
What we do not do
- Forced integration
- We do not merge businesses against their character. Each business we acquire keeps its name, its team, and its standing with customers.
- Fund flips
- We do not buy to sell. There is no intended exit, which changes every decision from the first meeting onward.
- Imposed transformation
- We do not parachute in operators or force playbooks onto teams who know their business better than we do. Where we can help, we help: systems, introductions, capital for what the team already wants to do.
- Opportunistic plays
- We are not a distressed-asset buyer. We acquire businesses with durable foundations, from owners who are proud of them.
- Competitive auctions
- We do not bid. If a seller’s process requires a competitive auction, we are not the right counterparty.